Director of Maintenance

Position Overview

The Director of Maintenance is a people-first, enterprise-minded leader responsible for building a high-performing maintenance organization that enables safe, reliable, and efficient operations across a complex, multi-shift manufacturing environment. This role acts as a strategic partner to Operations, ensuring maintenance strategies support organizational goals through disciplined application of Total Productive Maintenance (TPM) and Reliability practices.

This leader will focus on developing teams, strengthening cross-functional collaboration, solving systemic problems, and driving continuous improvement-ensuring equipment reliability supports throughput, quality, cost, and safety goals.

Key Responsibilities

Lead & Develop People

• Build, coach, and develop a strong maintenance leadership team and skilled maintenance workforce.
• Establish clear expectations, accountability, and development pathways for leaders and team members.
• Foster a culture of ownership, engagement, and continuous learning aligned with PSC values of 360-degree health, teamwork, quality, and sustainability.
• Champion safety, compliance, and respectful leadership at all levels of the organization.

Strategic Alignment & Partnership

• Partner closely with Operations, Engineering, Safety, Quality, HR, and Finance to align maintenance priorities with production and business objectives.
• Translate organizational goals into clear maintenance strategies, priorities, and execution plans.
• Serve as a trusted thought partner to manufacturing and company leadership-balancing short-term needs with long-term reliability.

TPM & Reliability Leadership

• Lead the deployment, maturity, and sustainability of TPM and Reliability-centered maintenance practices.
• Establish standards for preventive, predictive, and condition-based maintenance.
• Drive operator engagement in equipment care and loss elimination.
• Use data and KPIs (OEE, MTBF, MTTR, downtime, cost) to inform decisions and prioritize improvement efforts.

Problem Solving & Continuous Improvement

• Lead root cause analysis (RCA) for chronic equipment issues, safety incidents, and performance losses.
• Shift the organization from reactive to proactive maintenance through disciplined problem-solving and standard work.
• Champion continuous improvement initiatives that reduce waste, improve uptime, and increase production capacity.

Operational & Financial Stewardship

• Own maintenance budgets, capital planning input, and cost control while maintaining equipment reliability.
• Ensure maintenance practices comply with regulatory, safety, and environmental requirements.
• Support capital projects, equipment installs, and technology upgrades in partnership with Engineering and Operations.

Enterprise Scope & Travel

• Provide leadership and consistency across multiple facilities or operations as applicable.
• Travel approximately 20% to support alignment, capability building, and company initiatives.

Qualifications

Required:

• Bachelor's degree in Engineering, Industrial Maintenance, Operations, or a related field (or equivalent experience).
• 10+ years of progressive maintenance leadership experience in a manufacturing environment.
• At least 2 years of multi-site or enterprise maintenance leadership experience.
• Demonstrated success leading people, not just assets-strong coaching, communication, and change leadership skills.
• Deep working knowledge of TPM, Reliability, and continuous improvement principles.
• Strong cross-functional partnership and influence skills in a complex, fast-paced environment.

Preferred:

• Experience in corrugated, packaging, paper, or similar industry is preferred.
• Experience in a family-owned or values-driven organization.
• Exposure to Lean manufacturing, Six Sigma, or similar methodologies.

What Success Looks Like

• Maintenance teams are engaged, capable, and aligned to business priorities.
• Equipment reliability improves measurably, enabling safer operations and higher throughput.
• TPM is embedded as a way of working-not a program.
• Operations and Maintenance operate as true partners, solving problems together.
• The organization moves from reactive fixes to disciplined, data-driven reliability